Book contents
- Frontmatter
- Contents
- List of tables and figures
- Preface
- Acknowledgements
- 1 Introduction: Corporate self-regulation in the new regulatory State
- 2 The potential for self-regulation
- 3 Motivating top-management commitment to self-regulation
- 4 Cultivating self-regulation leadership
- 5 Self-regulation methodology and social harmony
- 6 The pathologies of self-regulation
- 7 Model corporate Citizens: The role of self-regulation Professionals
- 8 The three strategies of ‘permeability’ in the open Corporation
- 9 Meta-regulation: The regulation of self-regulation
- 10 Conclusion
- Appendix: Methodology
- Notes
- Reference
- Index
3 - Motivating top-management commitment to self-regulation
Published online by Cambridge University Press: 05 July 2014
- Frontmatter
- Contents
- List of tables and figures
- Preface
- Acknowledgements
- 1 Introduction: Corporate self-regulation in the new regulatory State
- 2 The potential for self-regulation
- 3 Motivating top-management commitment to self-regulation
- 4 Cultivating self-regulation leadership
- 5 Self-regulation methodology and social harmony
- 6 The pathologies of self-regulation
- 7 Model corporate Citizens: The role of self-regulation Professionals
- 8 The three strategies of ‘permeability’ in the open Corporation
- 9 Meta-regulation: The regulation of self-regulation
- 10 Conclusion
- Appendix: Methodology
- Notes
- Reference
- Index
Summary
Top-management commitment is the first decision point for successful self-regulation System implementation. But what prompts this commitment in the first place? Compliance staff frequently discuss the need to make a ‘business case’ for corporate commitment to compliance to ensure management attention, interest and support. The first section of this chapter juxtaposes the ‘business case’ for self-regulation with the deterrence theory view that organizations will only commit to comply to the extent that it is in their immediate self-interest to do so. As the second section of this chapter shows, both compliance managers and empirical deterrence research find that management motivations for compliance are more nuanced than the simple deterrence model allows. The final section examines more closely the multiplicity of motivations for the cultivation of leadership in good corporate citizenship by looking at early participants in a voluntary program for reducing greenhouse gas emissions: the Australian Greenhouse Challenge program.
Chapter 4 builds on this analysis to pose a general explanation for how compliance leadership and modelling explain the diffusion of compliance System implementation. As we shall see in this chapter and the next, top management most frequently focus on compliance when their attention is captured by an actual or potential crisis of publicity or litigation. Top-management attention opens a window of opportunity in which the Corporation might become committed to compliance leadership, or at least to copying other compliance leaders.
- Type
- Chapter
- Information
- The Open CorporationEffective Self-regulation and Democracy, pp. 62 - 83Publisher: Cambridge University PressPrint publication year: 2002